Business Analysis – Best Practices for Success

Preface Acknowledgments Part One: The Problem Solver Chapter 1: What Is a Business Analyst? The Business Analyst in Context What Is It All About? The Role of the Business Analyst The Business Analyst in the Center Business Analyst Focus The Ideal Business Analyst Last-Liners Notes Chapter 2: The Evolution of the Business Analyst The Business Analyst Hall of Fame Where It Began Information Systems The Rise of the Business Analyst The Business Analyst Position The Business Analyst Profession The Question of Certification The Challenge of Business Analyst Certification The Value of Certification Notes Chapter 3: A Sense of Where You Are Business Analysts Coming from IT Business Analysts Coming from the Business Community Living with the Business The Lone Ranger Working Both Sides of the Street Central Business Analyst Organization Chapter 4: What Makes a Good Business Analyst? The Skillful Business Analyst Is a Business Analyst Born or Made? So What Does It Take to Be a Business Analyst? Chapter 5: Roles of the Business Analyst Intermediary Filter Mediator Diplomat Politician Investigator Analyst Change Agent Quality Control Specialist Facilitator Process Improver Increase Value of Organizational Business Processes Build It and They Will Come Reducing Complexity Playing Multiple Roles Notes Part Two: The Players Chapter 6: The Business Analyst and the Solution Team Business Analyst and Project Manager Business Analyst and Systems Analyst Trying to Do All Jobs Business Analyst and the Rest of the Solution Team Bottom Line Notes Chapter 7: The Business Analyst and the Business Community Constituents and Constituencies Business Analysts and Upper-Level Management Product Stakeholders Subject Matter Experts Process Workers Managing Expectations Notes Part Three: The Problem The Business Internist Chapter 8: Define the Problem First Things First Challenge 1: Finding the Problem Challenge 2: The Unstated Problem Challenge 3: The Misunderstood Problem Define the Real Problem The Problem Determination Game Documenting the Problem Product Vision Define the Vision Checkpoint Alpha Focus on the Problem and Vision Note Chapter 9: Define the Product Scope Project and Product Scopes Product Scope Product Scope Formula Strategic Justification Business and Product Constraints Business and Product Risks Functional Goals Political Success Factors Product Scope Formula Measuring Take the Technical Pulse Applying the Product Scope Notes Chapter 10: Confirm Alignment and Financial Justification The Business Case The Value of IT Considering Alignment Organization Mission Organization Goals Organization Strategies Department-level Mission, Goals, and Strategies At the Tactical Level Determining the Value of the IT Project Provide Financial Justification for Solving the Problem Proof of Solution: Feasibility Study The Metrics Game In the End... Notes Part Four: The Process Chapter 11: Gather the Information Why We Cannot Define Good Requirements Stop Gathering Requirements Users Do Not Have Requirements Gather Information Not Requirements Gathering the Information Information Gathering Plan Information Gathering Session Solving Common Information Gathering Issues Iterative Information Gathering Interviewing Information Gathering Meetings Other Elicitation Methods Are We Done Yet? Notes Chapter 12: Define the Problem Domain Problem Domain Analysis Defining the Domain Changes in the Problem Domain Neighboring Constituencies Ancillary Benefits Change in the Problem The Essence Note Chapter 13: Determine the Solution The Accordion Effect Tools and Techniques Determining the One Best Solution Constraining the Solution Stop Analyzing, Already Confirmation Checkpoint Beta Notes Chapter 14: Write the Solution Document The Value of Documentation The Anatomy of Requirements Forms of Solution Documentation Write the Right Thing Write the Thing Right Produce the Solution Document Requirements Ownership Complete the Process Note Part Five: Producing the Product Product Champion Eyes on the Prize Chapter 15: Monitor the Product Entering the Solution Domain Development Processes Implementing the Solution Keep the Light on Things Change Checkpoint Charley The Watchdog The Essence Notes Chapter 16: Confirm the Business Problem has been Solved Correct Behavior Acceptable Level of Confidence Circumstances of Interest The Testing Game User Acceptance Testing? Handling Defects Testing Does Not Stop at Delivery Note Chapter 17: Transition and Change Management Steps to Ensuring Successful Change in the Organization Orchestrate the Transition Observe the Transition Timing the Change Major and Minor Changes Do not Change a Thing Wrapping Up Notes Post Script: Where to Go from Here Future of Business Analysis Why We Need Business Analysts True Value of the Business Analyst Increasing the Value of the Organization Power to the Business Analyst Notes Appendix A: Business Analyst Process Appendix B: The Principles Appendix C: Why We Do Not Get Good Requirements Appendix D: Comparison of Roles of Business Analyst, Systems Analyst, and Project Manager Appendix E: Context-Free Problem Definition Questions Appendix F: List of Non-functional Requirements Categories Bibliography About the Author Index