Elicitation and collaboration Flashcards
What are the tasks of the elicitation and collaboration knowledge area
Prepare for elicitation
Conduct elicitation
Confirm elicitation results
Communicate business analysis information
Manager stakeholder collaboration
What is conduct elicitation goals ?
Understand stakeholder needs and identify potential solutions that may meet those needs
What are the typical activities to conduct elicitation ?
Direct interaction with stakeholders
Doing research
Running experiments
What are confirm elicitation results goals
Ensure that stakeholders understand the outcome of elicitation, that elicitation information is recorded appropriately, and that the BA has the information needed from an elicitation activity
What are communicate BA information goals
Provide stakeholders with the information they need, when they need it. The information is presented in a useful form, using the right terminology and concepts.
What are manage stakeholder collaboration goals
Describe working with stakeholders to engage them in the BA process and to ensure the BA can deliver the outcomes needed
Is elicitation sequential, iterative or incremental ?
Elicitation is iterative and incremental. The understanding of needs may evolve over time.
Change concept in elicitation
Use a variety of elicitation techniques to fully identify the characteristics of the change including concerns that stakeholders have about the change.
Value concept in elicitation
Collaborate with stakeholders to assess the relative value of needs and of the information provided through elicitation. Confirm and communicate that value
Context concept in elicitation
Identify BA information about the context that may affect the change
Which inputs for elicitation and collaboration ?
Need
Business analysis information
Stakeholder engagement approach
Business analysis performance assessment
Which tasks for elicitation and collaboration ?
Prepare for elicitation
Conduct elicitation
Confirm elicitation results
Communicate Business Analysis information
Manage stakeholder collaboration
Which outputs for elicitation and collaboration ?
Elicitation activity plan
Elicitation results (unconfirmed)
Elicitation results (confirmed)
BA Information (communicated)
Stakeholder engagement
What is the purpose of Prepare for elicitation ?
Understand the scope of the elicitation activity, select appropriate techniques, plan for appropriate materials and resources
Inputs to prepare for elicitation ?
Needs - some needs must exist to start the elicitation that may lead to discovering more needs.
Stakeholder engagement approach - understand stakeholder communication and collaboration needs to plan and prepare elicitation events
Output for Prepare for elicitation ?
Elicitation activity plan
What to consider to understand the scope of elicitaion
- Business domain
- Overall corporate culture and environment
- stakeholder locations
- stakeholders who are involved and their group dynamics
- expected outputs the elicitation activities will feed
- skills of the business analysis practitioner
- strategy or solution approach
- scope of future solution
- possible sources of the business analysis information that might feed into the specific elicitation activity
Why is it important to understand the scope of elicitation
It allows BA to respond if the activity strays from the intended scope. It also allows BA to recognize if people and material are not available in time and when the activity is complete.
What are elicitation techniques for prepare for elicitation ?
- Brainstorming
- Data mining
- Document analysis
- Estimation of the time and effort needed to perform the elicitation
- Interviews
- Mind mapping
- Risk analysis and management
- Stakeholder list, map ou personas
Which stakeholders should participate in Prepare for elicitation
- Domain subject matter expert
- Project manager
- Sponsor
What the techniques for Capture elicitation
- Benchmarking and market analysis
- Brainstorming
- Business rules
- Collaborative games
- Concept modeling
- Data mining
- Data modeling
- Document analysis
- Focus groups
- Interface analysis
- Interviews
- Mind mapping
- Observation
- Process analysis
- Process modeling
- Prototyping
- Survey or questionnaire
- Workshops
When to use business rules analysis when capturing elicitation
to identify the rules that govern decision in an organisation and that define, constrain or enable organisational operations
When to collaborative games when capturing elicitation
To develop a better understanding of a problem or to stimulate creative solutions
When to use benchmarking and market analysis when capturing elicitation
to get information by comparing a specific process, system, product, service or structure with some external baseline, such as a similar organisation or baseline provided by an industry association. Market analysis is used to determine what customers want and what competitors provide.
When to use brainstorming when capturing elicitation
To generate many ideas from a group of stakeholders in a short period, and to organise and prioritise those ideas
When to use concept modeling when capturing elicitation
to identify key terms and ideas of importance and define the relationships between them
When to use data mining when capturing elicitation
to understand entity relationships during elicitation
When to use document analysis when capturing elicitation
to review existing systems, contracts, business procedures and policies, standards and regulations
When to use focus groups when capturing elicitation
to identify and understand ideas and attitudes from a group
When to use interface analysis when capturing elicitation
to understand the interaction and characteristics of that interaction, between two entities, such as two systems, two organisations, or two people or roles
When to use interviews when capturing elicitation
to ask questions of stakeholders to uncover needs, identify problems, or discover opportunities
When to use mind-mapping when capturing elicitation
to generate many ideas from a group of stakeholders in a short period, and to organize and prioritize those ideas
When to use observation when capturing elicitation
to gain insight about how work is currently done, possibly in different locations and in different circumstances
When to use process analysis when capturing elicitation
to understand current processes and to identify opportunities for improvement in those processes
When to use process modeling when capturing elicitation
to elicit processes with stakeholders during elicitation activities
When to use prototyping when capturing elicitation
to elicit and validate stakeholders’ needs through an iterative process that creates a model of requirements or designs
When to use survey or questionnaire when capturing elicitation
to elicit business analysis information, including information about customers, products, work practices and attitudes, from a group of people in a structured way and in a relatively short period of time.
When to use workshops when capturing elicitation
to elicit business analysis information, including information about customers, products, work practices, and attitudes, from a group of people in a collaborative, facilitated way.
Which stakeholders when capturing elicitation
Customer
Domain Subject Matter Expert
End User
Implementation Subject Matter Expert
Sponsor
Any stakeholder that have relevant knowledge or experience
What is the impact of poor relationships with stakeholders
- Failure to provide quality information
- Strong negative reactions to setbacks and obstacles
- Resistance to change
- Lack of support for, and participation in, business analysis work
- Business analysis information being ignored
How to monitor stakeholder engagement
- SMEs and other stakeholders are participating effectively
- stakeholder attitudes and interest are staying constant or improving
- elicitation results are confirmed in a timely manner
- agreements and commitments are maintained
What are the impacts of poor relationships with stakeholders
- Failure to provide quality information
- Strong negative reactions to setbacks and obstacles
- Resistance to change
- Lack of support for, and participation in, business analysis work
- Business analysis information being ignored
With which stakeholders, BA should actively manage relationships
- Stakeholders that provide services to the BA, including inputs to BA tasks and other support activities
- Stakeholders that depend on services provided by the BA, including outputs of BA tasks
- Stakeholders that participate in the execution of BA tasks
What the BA should monitor to evaluate stakeholder engagement
- Effective participation
- Attitudes and interests
- Timely confirmation of elicitation results
- Agreements and commitments are maintained
What are the risks related to stakeholder engagement
- Stakeholders are diverted to other work
- Elicitation activities not providing the BA information required
- Delayed approvals
What the inputs necessary to manage stakeholder collaboration
- Stakeholder engagement approach
- Business analysis performance assessment
What the guidelines and tool for the management of stakeholder collaboration
Business Analysis approach -> describe the nature and level of collaboration required from each stakeholder group to perform planned business analysis activities.
Business objectives -> describe the desired direction needed to achieve the future state. They can be used to focus diverse stakeholders on a common vision of the desired business outcomes.
Future state description -> defines the desired future state and the expected value it delivers which can be used to focus diverse stakeholders on the common goal
Recommended actions -> communicating what should be done to improve the value of a solution can help to galvanize support and focus stakeholders on a common goal
Risk analysis results -> stakeholder-related risks will need to be addressed to ensure stakeholder collaboration activities are successful
What are the techniques for stakeholder management
- Collaborative games
- Lessons learned
- Risk analysis and management
- Stakeholder list, map or personas
