PT M2 - Vocab/Components Flashcards by Keifer Mays

1 of 3 Internal Business Analysis Stakeholders -

This role is responsible for building the Business Case.

Business Analyst

This person should be a good communicator and negotiator because they will be in a permanent contact with the client to understand their needs and will need to evaluate the client’s satisfaction with the project’s progress and its results.

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1 of 3 Internal Business Analysis Stakeholders -

This role assigns the business analyst with the task of elaborating the business case and decides whether the project is worth committing to or not.

The Sponsor

If the project goes ahead, this person is responsible for naming the project manager.

It is this person’s job to provide the business analyst and the project manager with the necessary resources to carry out the project.

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1 of 3 Internal Business Analysis Stakeholder -

The group of people who will execute the project.

The Project Team

They can help the business analyst to better understand the difficulty of the project that they are analyzing and suggest different solutions.

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1 of 2 Essential Documents for a Project Manager to Understand a Project’s Objectives Before the Project Begins -

This document is the documented explanation that defines the processes for creating, maximizing, and maintaining the benefits provided by a project.

The Benefits Management Plan

It contains the needs to be solved, the person in charge of ensuring that the objectives are met, the quantitative indicators that will be measured to verify that the objectives are being met, the risks that must be managed, and the premises and assumptions.

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1 of 2 Essential Documents for a Project Manager to Understand a Project’s Objectives Before the Project Begins -

This document provides an economic feasibility study that is used to establish the validity of the benefits of the project.

This is used as the basis for authorization of other project management activities. It also includes the strategic objectives of the company that are to be achieved with the completion of the project.

The Business Case

This document is carried out by the business analyst before starting the project. The business analyst reviews the viability of the project, the objectives to be achieved, the needs of the main stakeholders, etc.

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1 of 3 Elements that is a Part of the Project Benefits Management Plan -

This element indicates the tangible or intangible value that is expected to be achieved. The criteria to be used must be measurable.

Target Benefit

An example of this element would be to retain a client by achieving a 15% profit or getting the client to sign a new contract before the project.

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1 of 3 Elements that is a Part of the Project Benefits Management Plan -

This element indicates whether what is going to be achieved with the project is aligned with the objectives of the company.

For example, if the company is dedicated to carrying out construction projects and the new project is Information and Communication Technology (ICT) with a small profit margin, it would not make sense to carry out the project. However, if the new project is to construct a new building in a different country, it may be an opportunity to expand to other regions.

Strategic Alignment

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1 of 3 Elements that is a Part of the Project Benefits Management Plan -

This element is the person responsible for monitoring, recording, and reporting on the benefits obtained during the timeline established in the plan.

The Benefits/Product Owner

There should always be someone in charge of monitoring that the expected objectives and benefits are being achieved. This person can be the business analyst who prepared the business case and who continues to be linked to the project until its completion, or another person who assumes that role once the project begins.

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Who makes the Business Case for a Project?

The Business Analyst develops a business case for a project.

Once the business case has been made, the analyst must follow it up during the development of the project in order to check how the expected results are being achieved.

On the one hand, the business analyst is responsible for understanding the client’s needs that must be satisfied with the project. On the other hand, this role is responsible for checking if the project is aligned with the company’s strategic objectives.

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When should a Project Business Case be Developed?

Before the Start of the Project.

If the project has a significant risk or is not aligned with the strategic objectives of the company, it should not be started so as not to waste resources.

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This is everything that is intangible (not written down), but their omission or ignorance about them can lead to a project being poorly implemented.

Therefore, both the business analyst and the project manager must be aware of them.

EEF’s

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Main Difference Between OPA’s and EEF’s

OPA’s are established in writing while EEF’s are not.

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1 of 3 factors that should be considered when choosing the most suitable communication technology in a project-

This factor refers to whether the chosen technology can be used effectively and without a failure.

For example, you can choose to communicate by videoconference, but if a stakeholder does not have internet access, this option is not feasible. Or perhaps, although they have access, they do not have enough bandwidth to support videoconferencing.

Technology Availability and Reliability

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1 of 3 factors that should be considered when choosing the most suitable communication technology in a project-

If communication must arrive quickly and frequently, it will not be possible to choose to communicate by letter. Instead, options such as email or videoconference should be used.

Urgency of the Need for Information

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1 of 3 factors that should be considered when choosing the most suitable communication technology in a project-

You must take this factor into account that there may be stakeholders, some important and some not, that do not have an advanced knowledge of new communication technologies such as social networks, videoconferences, etc. Therefore, you should choose intuitive technology that makes their work easier.

Ease of Use

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1 of 3 Different Communication Methods -

This method targets specific receivers that need to receive the information. This ensures that information is distributed, but it does not guarantee that it actually reaches its target or that is understood by the intended audience.

Examples are letters, memos, reports, emails, faxes, voicemails, blogs, and press releases.

Push Communication

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1 of 3 Different Communication Methods -

This method is often used to communicate with stakeholders of little importance, or when a response is not urgent. This type is used either for large, complex sets of information, or for large audiences. This method requires recipients to access content on their own.

Examples include social networks, web portals, intranet sites, virtual learning (e-learning), databases of lessons learned, or knowledge repositories.

Pull Communication

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1 of 3 Different Communication Methods -

This method is carried out between two or more parties that exchange information in real time. This method of communication is appropriate for communicating with the most important and relevant stakeholders, since the goal is to get quick and clear feedback from them.

Examples would include meetings, phone calls, instant messaging, and videoconferencing.

Interactive Communication

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This document contains information on the stakeholders whose communication needs must be defined. This document documents everyone that the project manager must deal and communicate with. This document also orders the stakeholders in terms of importance or relevance. Once you know how to communicate with, you define the method and technology that you will use with each person.

For example, if a stakeholder is important because they have a lot of power and can significantly influence the project, it is better to speak with them directly. However, if this stakeholder’s power or influence is less, then you can communicate by email or letter.

The Stakeholder Report

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A tool that is used to assign roles and responsibilities to the team members, distributing the activities so that all work is assigned to someone.

This document Indicates which team members are responsible for each of the tasks being carried out in the project. It may also include details on the person responsible for communication, but it will not mention the person they communicate with.

The RACI Matrix

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This document collects tips and historical information from other projects, which may or may not be useful for the current project.

The Lessons Learned Report

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This document lists the threats and opportunities that may affect the project.

This report is partly created from the stakeholder report, since if an important stakeholder opposes the project, this becomes a threat that must be monitored. You must also define how you are going to communicate with this stakeholder.

Risk Report

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1 of 3 Communications Management Plan Components -

This component is the person that ensures that communication is carried out and that it reaches the appropriate people, in a timely manner, and with the appropriate frequency. This person must also recognize problems related to communication and correct them.

The Person Responsible for Communication

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1 of 3 Communications Management Plan Components -

This component must specify the technology to be used with each stakeholder. This will depend on the importance of the different stakeholders. You should also specify their location and the access that the stakeholder has to the available technologies.

For example, it is useless to indicate that you are going to communicate with the client by videoconferences if he does not have an internet connection that supports videoconferences.

The Method or Technology to be Used

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1 of 3 Communications Management Plan Components - This component must indicate what information is going to be transmitted, and what reports, documents, etc. will be sent to each of the stakeholders. The frequency of that communication should also be indicated. For example, status reports should be sent monthly to all stakeholders who need to be informed.

The Information to be Communicated

Deliverables that must be produced and that appear in the Work Breakdown Structure (WBS). These documents cover all the tasks that must be done in the project. They must also be specified in the project scope management.

Work Packages

1 of 3 Elements a part of the Communication Model - The person who the message is addressed to. The message can reach this person either verbally or in writing, but it must reach them without distortion or noise so that they can understand it clearly. The ____ must use active listening (be ready to receive the message and pay attention)

The Receiver

1 of 3 Elements a part of the Communication Model - This person transmits the message, either verbal or written. The person initiates communication and chooses the communication method and technology to be used. This person must send the message effectively by choosing the appropriate expressions and words, so that the message is understood. For example, if you want to have direct and fast communication, you call by phone, but if a quick response is not necessary, you can send an email or text message.

The Sender

1 of 3 Elements a part of the Communication Model - This component refers to the sender getting signals from the receiver that help him know whether the receiver understood the message correctly. The receiver can ask questions to clarify doubts or confirm that he understand the message. An example of the this is when an email is sent. The sender writes the message and sends the email. The receiver receives the email. The reply that the receiver sends to the sender confirming that he has received and understood it is the feedback.

The Feedback

The document that describes how communication will be conducted between stakeholders in a specific project. It defines what method and technologies will be used, as well as the frequency of communication between stakeholders.

Communications Management Plan

The tool that's best suited for the Business Analyst when collecting customer requirements

The Interview - Interviews allow you to have direct communication with the stakeholder and receive the appropriate feedback immediately. Interviews are face-to-face or virtual conversations with the client, which facilitates understanding between all parties. Conducted with the most important stakeholders, discrepancies with stakeholders can be analyzed and resolved in a more efficient way than if done, for example, by email.

Who should validate the requirements collected by the business analysis? Validate means to obtain the formal approval, with an act or document, of something by some person or entity.

The Client - The client is the one who must finally approve what requirements the deliverables must meet, since it is he who has a need that must be satisfied. If the project has a predictive approach, the requirements can be specified in more detail and more easily in the early stages. If the project has an agile approach, the requirements will be compiled little by little, as the project progresses, since the client needs feedback on what is being advanced to specify the subsequent deliverables.

When would it be advisable to use a questionnaire and survey tool?

When you want to address many non-key stakeholders, whose opinion about the deliverables you would like to hear anyway. Because there are many of them, you cannot spend a lot of time talking to them, so a better option would be to prepare a questionnaire with clear and direct questions. If questionnaires and surveys are not well written and do not use clear language, they can lead to loss of information or result in certain requirements not being specified.

A way of evaluating the quality of user stories, which are used to describe the different deliverables that are being produced.

The INVEST Technique

1 of 6 INVEST Technique Components - This means that each user story can be constructed on its own, without the need to depend on others.

Independent

1 of 6 INVEST Technique Components - This means that the user story should be negotiated between the team and the key stakeholders.

Negotiable

1 of 6 INVEST Technique Components - The user story must bring value to the final product and to the client. If it does not do this, maybe the project should not be done.

Valuable

1 of 6 INVEST Technique Components - This means that the user story must have enough information and be detailed enough for you to be able to understand it and estimate it in a reliable way.

Estimable

1 of 6 INVEST Technique Components - This means that the story should be sufficiently small for the team to complete it in one work cycle.

Small

1 of 6 INVEST Technique Components - The story should also contemplate how its completion can be verified and the test that will be made to demonstrate that it has been completed.

Testable

Type of Requirement Collected by the Business Analyst - Indicates what the deliverable or deliverables must do. They describe the technical functions, performance, etc. that must be met. Upon delivery of the project, the requirements must be validated by the client. An example of performance can be the energy or fuel consumption that the product must have. An example of a _____ requirement is if an app software must have geolocation.

Functional Requirements

Type of Requirement Collected by the Business Analyst - Indicates what strategic objectives are to be achieved, both by material (money) and immaterial (customer loyalty) on the completion of the project. They must be aligned with the strategic plan of the company.

Business Requirements

Type of Requirement Collected by the Business Analyst - The analyst must identify these requirements and assess the needs of the stakeholders.

Stakeholder Requirements

Type of Requirement Collected by the Project Manager - At the end of the project, these requirements indicate how a project has been developed, including deadlines or costs, the number of changes made, or the number of incidents that have occurred. Limits are set to verify that the measured variables meet the quality requirements. If they are below the limits, the project is considered to be of quality. For example, if it is established that the maximum delay in the delivery of the product to the customer will be one day, and it is delivered later, a quality criterion will have been broken.

Project Quality Requirements

Something that adds value to the project, helping to save time and facilitate work. There is usually written documentation about it so that it can be made available to anyone in the organization who needs it.

OPA

1 of 3 Categories into which OPA's can be grouped during Business Analysis - This category facilitates the path that the business analyst needs to take in their work. For example, procedures indicate what elements the business case should have and how they should be carried out, including the feasibility study of the project, alignment with the company’s strategy, etc.

Business Analysis Processes, Policies and Procedures

1 of 3 Categories into which OPA's can be grouped during Business Analysis - The category collects all the lessons learned from previous projects, as well as information about all the tasks and projects previously carried out by the organization. In the same way, this knowledge base collects all the advice and recommendations that employees have provided over time to save time and make work and processes easier for their colleagues.

Knowledge Databases

1 of 3 Categories into which OPA's can be grouped during Business Analysis - This category includes all the team’s knowledge, which is a valuable asset that will facilitate the development of the project.

Expert Knowledge

In an agile project where the deliverables and their requirements are specified as the project progresses, what should you use to manage the deliverables?

The Product Backlog - The product backlog is the set of stories or deliverables that the product owner specifies with the client, and that the client prioritizes based on their interests. Being in an agile environment, only the stories that are going to be developed more immediately are refined, since the stories or deliverables that have less priority or importance do not yet have sufficient information for their requirements to be specified.

Once the deliverable is finalized by the project team, who is responsible for validating the finished product?

The Client and the Key Stakeholders The meeting where the finished product must be approved is often called a review or validation meeting.

This document only represents the decomposition of the main deliverables of the project into smaller elements so that the job can be better managed, and nothing is forgotten. However, this document does not represent time dependencies or milestones. This document is used in predictive projects, when all deliverables are known from the start, and the requirements that the deliverables must meet can be clearly specified.

The WBS

This document contains a detailed description that specifies how to achieve the product, detailing the specific processed involved. This document specifies how the scope, schedule, costs, changes, quality, resources, risks, communications, stakeholders, and acquisitions will be managed.

Project Management Plan

This document is a high-level graphical overview of the project’s objectives and deliverables that will be achieved over time. It should be simple, avoiding details that do not add value. This document is a tool used to address stakeholder expectations and to communicate and coordinate with other teams.

The Project Roadmap

This document indicates how the product will be delivered to the customer, or how it will be launched on the market. For example, if your project is to develop new project management software, you must specify when it will be launched on the market, with what functionalities, at what price, how and when it will be updated, etc.

- The Product Launch Plan The business analyst collaborates with customers, potential users, and stakeholders to develop the launch plan.

This event is a structured meeting led by a neutral, qualified facilitator and a carefully selected group of stakeholders that collaborate and work towards a set goal.

Facilitated Workshop

A technique used to establish high-level direction for a product or product launch. It involves having conversations with team members to visualize and agree on what the team envisions for the product. Typically, it results in the development of a written or visual delivery to ensure a shared understanding of the product and its direction.

Product Vision

A technique used to sequence user stories, based on their business value and in order in which their users typically perform them so that teams can come to a shared understanding of what will be built. This documents helps communicate the product features and components that the product team will be responsible for delivering. The stories written during the development of the product roadmap are generally written to a high standard.

Story Mapping

This document indicates whether the organization is ready for a transition and also how the organization will change from its current state to a future one in which the new solution will be integrated into the operations of this organization. It is a document that guides the company to achieve its objectives in the mid to long term. It should be aligned with the organization’s strategic plan.

The Transitional Plan

This document indicates how requirements will be gathered, how they will be developed, and how their results will be tested. All the steps to be taken are described. The document is used to manage the requirements for each step, from gathering requirements to checking and validating their competition. This document is created during the project planning stage by the project manager and team

Requirements Management Plan

This document indicates how time will be managed in the project, how actions will be defined, how their duration will be estimated, how the timeline will be created, and how deadlines will be checked. The objective of this document is to help create a realistic timeline and to ensure that the established deadlines are met.

Timeline Management Plan This document is created in the project planning stage by the project manager and the team.

This plan includes how the product will be delivered to the client or to the end user. The steps to be taken will be indicated, as will the date when the project manager ceases to be responsible for the deliverable. This plan is set in motion after the deliverable has been validated by the client in a predictive project.

The Transitional Plan of the Deliverable or Product

The time period that a client has to check that the product works correctly, and, if any problem arises, to call on the company that produced the product to repair it without additional cost. Should be agreed upon when the contract is signed, before the beginning of the project.

The Period of Gurantee

What needs to occur before you can close a predictive project?

1. The Development Requirements must have been approved. 2. The Team must have Finished the Work. 3. The Client must have Validated the Deliverables

A work cycle that lasts between two weeks and two months, in which the team works on a product or a deliverable. Before beginning work, the client must approve the requirements that are the deliverables developed in each cycle must meet. The requirements of other deliverables that will be carried out later should be specified later, because they will not be worked on immediately.

An Iteration (Agile Component)

In an agile project, when are the requirements that a deliverable must meet and the deliverable itself approved?

Requirements - At the beginning of each iteration | Deliverable(s) - At the end of each iteration

When should the requirements traceability matrix be approved or validated by the client in both a predictive and agile project?

Predictive - Before beginning to execute the project. | Agile - Progressively throughout the project.

1 of 3 Essential Elements of a Requirements Traceability Matrix - The member of the project team who will be responsible for the requirement being completed. This person can assign themselves or someone else. If the requirement is not met, the team member assigned by this person must give the appropriate explanations and analyze the causes of the error.

Requirement Owner

1 of 3 Essential Elements of a Requirements Traceability Matrix - The defined specifications of the requirement: technical, functional, design characteristics, etc. They must be clear so that the team can implement and develop them without their being any doubt.

Requirement Description

1 of 3 Essential Elements of a Requirements Traceability Matrix - Describes the tests or trials that the final product must pass to verify that the requirement is met. For example, in a construction project, laboratory tests will be provided to ensure that the materials used are correct.

Requirement Acceptance Criteria

Risk Tolerance Formula Risk tolerance defines how much risk the company is willing to assume when undertaking the project. If the risk tolerance of the company is low and the risks involved with a project are higher than the maximum allowed, the business analyst may propose not to undertake the project.

- Cost impact x Likelihood or probability of that cost impact happening. An example would be if the company says that risks with a probability of negative impact greater than $50,000 are not allowed, and there is a threat with a 70% probability of it happening, and a negative impact of $100,000 if it does happen. Since the risk’s likelihood x impact = $70,000 the risk too high, and other options will have to sought to avoid it.

The knowledge of unwritten rules about ways of acting and tendencies. This intangible is an Enterprise Environmental Factor (EEF).

Corporate Culture

A document made up of the activities that need to be developed to complete the stories or deliverables, but these deliverables are managed at a higher level, through the product backlog. This document is created after the product backlog has been completed and is managed by the project team. For example, if a story is the homepage of a website, and you know its requirements, the activities would be: write the text, make the design, design the menu, collect photos, etc. Instead, the product backlog would be all the website’s stories: home page, product page, team page, contact page, etc.

The Sprint Backlog

This document is based on the breakdown of the WBS deliverables to indicate the activities to be carried out over time. This document is used in predictive projects.

The Timeline

A high-level summary description of the expectations of a product, such as the target market, the users, the main benefits, and what differentiates the product from other products in the market. These intangible things provide enough guidance to the development team to ensure that its members collectively share a common understanding about the product without including a fully researched list of features.

Vision Statement

An economic tool used to analyze the benefits obtained against the cost of achieving them. It can be used during business analysis to analyze the economic viability of the project.

Cost-Benefit Analysis

A document that indicates the long-term objectives for a company.

The Strategic Plan For example, doubling income or being leaders in a determined sector or market within seven years would be an objective for a strategic plan.

The document where the project manager and the client agree on the requirements that the deliverables must meet. It is important for the document to be signed by the client in order to ensure that they do not change their mind in the middle of the project or, if they do, then they assume the costs of the requested changed.

Requirements Traceability Matrix