Business analysis

Business Analysis
•Business analysis is the application of
knowledge, skills, tools, and techniques to:
• Determine problems and opportunities
• Identify business needs and recommend
viable solutions to meet those needs and
support strategic decision making
• Elicit, analyze, specify, communicate, and
manage requirements and other product
information
• Define benefits and approaches for
measuring and realizing value, and analyzing
those results.

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 Business analysis
•Set of activities executed to support the
delivery of solutions that align to business
purposes and provide continuous value to
the organization.
•Business analysis is conducted in support of
solution development, through portfolios,
programs, and projects, as well as ongoing
operational activities, such as monitoring,
modeling, and forecasting.
•Business analysis may be performed by any
individual regardless of the person’s job
title.

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 Requirements
•A requirement is defined as a condition or
capability that is necessary to be present in
a product, service, or result to satisfy a
business need.
•A product requirement is something that
can be met by a solution and addresses a
need of a business, person, or group of
people

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 Requirements
•Types of Product Requirements:
• Business requirement. Describes the higher-level
needs of the organization such as business issues or
opportunities, reasons why an initiative has been
undertaken, and measurable representations of goals
the business is seeking to achieve.
• Stakeholder Requirements. Describes the needs of a
stakeholder, where the term stakeholder refers to an
individual, group, or organization that may affect, be
affected by, or perceive itself to be affected by a
decision, activity, or outcome of a portfolio, program,
or project
• Solution Requirements. Describes the features,
functions, and characteristics of a product that will
meet the business and stakeholder requirements.
• Transition requirement. Describes temporary
capabilities, such as data conversion and training
requirements, and operational changes needed to
transition from the current state to the future state.

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 Product Lifecycle
•The stages a product goes through from
its introduction to its eventual withdrawal
from the market.
•Products evolve through the work of
projects.
•Business analysis focuses on products,
whereas project management focuses
on delivering projects to create or evolve
products
•A single product lifecycle will go through
many projects

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 Business Value
•Net quantifiable benefit derived from a
business endeavor
•May be tangible, intangible, or both
•Business analysis is used to perform
research and elicit information to
support business decision making, to
determine there is value and to help
initiate a project or program to facilitate
such change.

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The PMI Guide to Business Analysis
Page 24

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 BA Process Groups
•6 Process Groups
•Helps with understanding how business
analysis processes are performed
• Defining and Aligning Process Group
• Initiating Process Group
• Planning Process Group
• Executing Process Group
• Monitoring and Controlling Process Group
• Releasing Process Group

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 Defining and Aligning
Process Group
•The activities undertaken to assess and
determine the feasibility of launching a new
product, making alterations to an existing
product, or discontinuing a product, as well
as establishing the scope and aligning
products, portfolios, programs, and projects
with the organization's overarching strategy.

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 Initiating Process
Group
•The process carried out to establish
objectives for a portfolio, program, or project,
and to allocate resources to a component of
the portfolio, program, project, or a specific
project phase..

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 Planning Process
Group
•The activities undertaken to identify the best
approach for conducting business analysis
tasks, including adaptations for the selected
project life cycle, and to assess the internal
and external stakeholders who will impact
and shape the ultimate definition of the
solution.

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 Executing Process
Group
•The activities carried out to elicit, analyze,
model, define, verify, validate, prioritize, and
approve various forms of product
information, including everything from
backlogs and user stories to requirements
and constraints.

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 Monitoring and Controlling
Process Group
•The ongoing activities conducted to evaluate
the effects of proposed changes to a product
within a portfolio, program, or project, to
measure business analysis performance,
and to foster continuous communication and
engagement with stakeholders.

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 Releasing Process Group
•The process conducted to decide if a
complete or partial solution should be
released, and to secure approval that the
whole or part of the solution is prepared to
be handed over to an operational team that
will assume ongoing responsibility for it.

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 BA Knowledge Areas
•Six Knowledge Areas:
• Needs Assessment
• Stakeholder Engagement
• Elicitation
• Analysis
• Traceability and Monitoring
• Solution Evaluation

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 Needs Assessment
In this phase, the business analyst
determines the need for change, identifying
and clarifying any problems or opportunities.
The output is typically a needs assessment or
problem statement that sets the stage for
the rest of the business analysis process.

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 Stakeholder
Engagement
Here, the business analyst identifies who the
stakeholders are, develops an engagement
plan, and then engages with these
stakeholders to understand their needs,
constraints, and any other relevant
information.
Effective communication and collaboration
with stakeholders are crucial in this phase.

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 Elicitation
This is the process of gathering requirements
from stakeholders. Techniques can vary
widely, from interviews and surveys to
workshops and direct observation.
The aim is to gather as much relevant
information as possible.

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 Analysis
After gathering requirements, the business
analyst will analyze, decompose, and refine
them to ensure they are clear, concise,
complete, and aligned with the business
needs.
This phase often involves prioritizing
requirements, modeling them, and verifying
and validating them with stakeholders.

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 Traceability and
Monitoring
In this phase, the business analyst ensures
that requirements are documented, traced,
and tracked throughout the lifecycle of the
project.
This ensures that requirements are being
met during solution development and that
changes to requirements are properly
managed.

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 Solution Evaluation
•Once a solution is implemented (or even
before, based on prototypes or
simulations), the business analyst evaluates
the solution against the requirements to
ensure it meets the needs identified earlier.
•This process group also involves assessing
the performance of the solution after it has
been in use and identifying any areas for
improvement.

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NEEDS ASSESSMENT
The PMI Guide to Business Analysis
Page 24

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 Needs Assessment Processes
•Identify Problem or Opportunity
•Assess Current State
•Determine Future State
•Determine Viable Options and Provide
Recommendation
•Facilitate Product Roadmap Development
•Assemble Business Case
•Support Charter Development

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 Identify Problem or
Opportunity
•Identifying the issue to be addressed or the
opportunity to be seized is essential.
•The primary advantage of this process is that it
helps the organization gain a clear
comprehension of the situation it aims to tackle.
•If this is not correctly done, the project may be
doing something that is not needed or doesn’t
return any business value.
•Tools:
• Benchmarking
• Competitive analysis
• Interviews
• Market analysis
• Prototyping
•Results:
• Business Needs

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 Assess Current
State
•Analyzing the present environment is crucial to
comprehending key factors that may be internal or
external to the organization, and that might
contribute to a problem or opportunity.
•The primary advantage of this analysis is that it
gives an adequate understanding of the
organization's current state, offering a context for
deciding which aspects should stay unchanged and
which alterations are required to reach the desired
future state.
•Tools:
• Elicitation Techniques
• Document Analysis
• Interviews
• Observations
• Questions And Surveys
• Process Flows
• SWOT Analysis
•Results
• Current State Assessment

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 Determine Future
State
•Identifying shortcomings in current capabilities and
proposing necessary changes to achieve a desired
future state that addresses the problem or
opportunity being analyzed.
•The main advantage of this process is that it leads
to the identification of the capabilities needed for
the organization to successfully transition from its
current state to the desired future state and meet
the business needs.
• Tools:
• Affinity diagram
• Benchmarking
• Capability table
• Elicitation techniques
• Gap Analysis
•Results:
• Business goals and objectives

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 Determine Viable Options and
Provide Recommendation
•Utilizing different analysis techniques to assess
potential solutions that align with business
goals and objectives, and to identify the most
suitable option for the organization to pursue.
•The primary advantages of this process is that
it confirms the feasibility of suggested solutions
and recommends the optimal path for leaders
and decision-makers to achieve business goals
and objectives.
•Tools:
• Benchmarking
• Cost-benefit analysis
• Elicitation techniques
• Group decision-making techniques
•Results:
• Feasibility study results
• Recommended solution option

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 Facilitate Product
Roadmap Development
•Assisting in the creation of a product roadmap
that provides an overview of the features or
components of a product scheduled for delivery
throughout a portfolio, program, or one or more
project iterations or releases, and the likely
order of their delivery.
•Product Roadmap: A perspective of the
features and functions to be incorporated into a
product, together with the order in which they
will be constructed or provided.
•Tools:
• Facilitated workshops
• Product visioning
• Story mapping
•Results:
• Product roadmap

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 Assemble Business Case

• Integrating thoroughly researched and analyzed

information to aid in choosing the most suitable
portfolio components, programs, or projects for
meeting business goals and objectives.
• The main advantage of this process is that it assists
organizations in evaluating programs and projects
uniformly, allowing decision-makers to assess
whether a program or project justifies the necessary
investment.
• Tools:
• Facilitated workshops
• Document analysis
• Product visioning
• Story mapping
•Results:
• Business case
• Product scope

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 Support Charter
Development
•Collaborating with the sponsoring entity and
stakeholder resources to develop a charter, drawing
on the knowledge, experience, and product
information gained during needs assessment and
business case development.
•The main advantage of this process is that it
facilitates a seamless shift from the business case to
charter development and equips stakeholders with
a fundamental understanding of the objectives of
the portfolio, program, or project, including product
scope and requirements.
• Tools:
• Facilitated workshops
• Document analysis
• Interviews
•Results:
• Charter

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STAKEHOLDER
ENGAGEMENT
The PMI Guide to Business Analysis
Page 24

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 STAKEHOLDER
ENGAGEMENT
•Stakeholder Engagement encompasses the
processes of identifying and analyzing
individuals or groups with an interest in the
solution.
•Deciding on the most effective ways to
engage, communicate, and collaborate with
them.
•Creating a mutual understanding of the
business analysis activities needed to define
the solution
•Periodically evaluating the business analysis
process to ensure its efficacy.

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 Processes
•Identify Stakeholders
•Conduct Stakeholder Analysis
•Determine Stakeholder Engagement and
Communication Approach
•Conduct Business Analysis Planning
•Prepare for Transition to Future State
•Manage Stakeholder Engagement and
Communication
•Assess Business Analysis Performance

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 Identify Stakeholders
•Identifying the people, groups, or organizations
that may influence, be affected by, or believe
they are affected by the area being assessed.
•The main advantage of this process is that it
aids in determining whose interests need to be
considered during business analysis-related
activities.
•Tools:
• Brainstorming
• Interviews
• Organizational charts
• Process flows
• Questionnaires and Surveys
•Results:
• Stakeholder register

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 Conduct Stakeholder
Analysis
•Investigating and evaluating data about the
individuals, groups, or organizations that may
influence, be affected by, or think they are
affected by the area being assessed.
•The primary advantage of this process is that it
offers valuable insights into stakeholders, which
can inform the choice of elicitation and analysis
techniques.
•Determination of the most effective
communication and collaboration methods.
•Tools:
• Job analysis
• Persona analysis
• RACI model
•Results:
• Updated stakeholder register

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 Determine Stakeholder
Engagement and Communication
Approach
• Creating suitable strategies for engaging and
communicating with stakeholders throughout the
product life cycle, based on their needs, interests, and
roles in the business analysis process.
• This approach benefits by offering a practical plan for
stakeholder engagement in business analysis and
requirements-related activities
• Ensures they get the right information, using the best
communication methods and frequency, to fulfill the
initiative's needs and meet their expectations.
• Tools:
• Elicitation techniques
• Persona analysis
• RACI model
• Retrospectives and lessons learned

•Results:
• Stakeholder engagement and communication
approach

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 Conduct Business
Analysis Planning
•Conducted to reach consensus on the business
analysis activities to be performed and the
allocation of roles, responsibilities, and skill
sets needed for successful completion.
•The outcome is a business analysis plan, which
may be formally documented and approved or
less formal, depending on the team's approach.
•Tools:
• Burndown charts
• Decomposition model
• Estimation techniques
• Planning techniques
•Results:
• Business analysis plan

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 Prepare for Transition to
Future State
• Assessing the organization's readiness for a transition
and planning the shift from the current to the future
state to incorporate the solution into operations.
• This process ensures successful adoption of changes
from the new solution and sustains the expected
benefits after implementation.
• Tools:
• Elicitation techniques
• Group decision-making techniques
• Job analysis
• Process flows
• SWOT analysis

•Results:
• Readiness assessment
• Transition plan

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 Manage Stakeholder Engagement
and Communication
•Encouraging active participation in business
analysis processes, updating stakeholders
on progress, and sharing evolving product
information.
•This process benefits by ensuring consistent
stakeholder involvement and maintaining
continuous communication.
•Tools:
• Elicitation techniques

•Results:
• Improved stakeholder engagement and
communication

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 Assess Business Analysis
Performance
•Evaluating the effectiveness of business
analysis practices within the organization,
especially in the context of ongoing projects or
programs. Successful practices can be
promoted to best practices or standards for
future projects.
•This process allows for adjustments in business
analysis practices to better suit project needs
and the organization.
•Tools:
• Burndown charts
• Elicitation techniques
• Process flows
• Retrospectives and lessons learned
• Root cause and opportunity analysis
• Variance analysis
•Results:
• Business analysis performance assessment

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ELICITATION
 ELICITATION
•Elicitation involves the processes of planning
for and preparing for elicitation, carrying out
the elicitation, and verifying the results of the
elicitation.
•Elicitation gathers information like needs,
requirements, and other product-related
details from a variety of sources.

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The PMI Guide to Business Analysis
Page 24

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 Processes
•Determine Elicitation Approach
•Prepare for Elicitation
•Conduct Elicitation
•Confirm Elicitation Results

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 Determine Elicitation
Approach
•Planning elicitation activities, including
stakeholder involvement, techniques, and
sequencing.
•This process ensures efficient stakeholder time
use, effective collaboration, and a structured
approach to elicitation.
•Tools:
• Brainstorming
• Interviews
• Retrospectives and
• lessons learned
•Results:
• Elicitation approach

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 Prepare for Elicitation
•Coordinating resources, scheduling, and
preparing materials for elicitation activities.
•This process benefits by ensuring well-
organized and effective elicitation, with
participants understanding their roles and
expectations.
•Tools:
• Document analysis
• Interviews

•Results:
• Elicitation preparation materials

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 Conduct Elicitation
• Using elicitation techniques to extract information from
stakeholders and other sources.
• This process helps gather sufficient information to define
and detail requirements and product information.
• Tools:
• Brainstorming
• Collaborative games
• Document analysis
• Facilitated workshops
• Focus groups
• Interviews
• Observation
• Prototyping
• Questionnaires and
• Surveys

• Results:
• Unconfirmed elicitation results

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 Confirm Elicitation Results
•Confirming elicitation results involves follow-up
activities on elicitation outcomes, selecting the
right formality level, reviewing with stakeholders
for accuracy and completeness, and comparing
to historical data.
•This process ensures proper understanding of
stakeholders and elicitation results.
•Tools:
• Document analysis
• Glossary
• Interviews
• Observation
• Walkthroughs
•Results:
• Confirmed elicitation results

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ANALYSIS
 ANALYSIS
•Analysis encompasses the processes of
scrutinizing and recording product
information in enough detail to ensure that it
accurately represents the needs of
stakeholders, aligns with their goals and
business objectives, and facilitates the
identification of feasible solution designs.

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The PMI Guide to Business Analysis
Page 24

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 Processes
•Determine Analysis Approach
•Create and Analyze Models
•Define and Elaborate Requirements
•Define Acceptance Criteria
•Verify Requirements
•Validate Requirements
•Prioritize Requirements and Other Product
Information
•Identify and Analyze Product Risks
•Assess Product Design Options

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 Determine Analysis
Approach
•Planning the analysis process involves
considering what will be analyzed, identifying
useful models, and determining how
requirements and product information will be
verified, validated, and prioritized.
•This process fosters a mutual understanding
of the business analysis work needed to
develop the solution.
•Tools:
• Brainstorming
• Document analysis
• Retrospectives and lessons Learned

•Results:
• Analysis approach

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 Create and Analyze
Models
•Creating structured representations of product
information, like diagrams or tables, aids further
analysis by highlighting information gaps or
unnecessary details.
•This process benefits by presenting information
clearly and ensuring accuracy and
completeness.
•Tools:
• System interface table
• Use case diagram
• User interface flow
• Prototypes,
• Feature model
•Results:
• Analysis models

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 Define and Elaborate
Requirements
•Refining and documenting product
information in the required detail, format, and
formality for different audiences.
•This process clarifies product details for
effective team use and stores the information
accessibly for all stakeholders.
•Tools:
• Definition of ready
• Product backlog
• Requirements management tool
• User story
•Results:
• Requirements and other product
information

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 Define Acceptance Criteria
•Getting consensus on what evidence
indicates successful development of solution
aspects.
•This process offers insights that refine
requirements and establishes a common
understanding of the expected delivery.
•Tools:
• Behavior-driven development
• Definition of done
• Story elaboration

•Results:
• Acceptance criteria

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 Verify Requirements
•Verifying the quality of requirements.
•This process enhances the likelihood that
requirements meet organizational standards
and are communicated clearly to
stakeholders, contributing to the final
product's quality.
•Tools:
• INVEST .
• Peer reviews

•Results:
• Verified requirements and other product
information

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 Validate Requirements
•Verifying that requirements align with
business goals and objectives.
•This process reduces the risk of unmet
stakeholder expectations or delivering an
incorrect solution.
•Tools:
• Delphi
• Goal model and business objectives
model
• Traceability matrix
• Walkthroughs
•Results:
• Validated requirements and other product
information

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 Prioritize Requirements and
Other Product Information
•Assessing how product information meets
stakeholder objectives and using that
information to prioritize work.
•This process aligns stakeholders with how
requirements achieve goals and allocates
requirements to iterations or releases.
•Tools:
• Backlog management
• Iteration planning
• Kanban board
• Prioritization schemes
• Story mapping
• Traceability matrix
•Results:
• Prioritized requirements and other product
information

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 Identify and Analyze Product
Risks
•Identifying and analyzing assumptions and
uncertainties that may impact the solution's
definition, development, and outcomes.
•This process aids in managing uncertainties in
business analysis and proactively addressing
potential product strengths and weaknesses.
•Tools:
• Elicitation techniques
• Estimation techniques
• Organizational chart
• Process flows
• Product backlog
• Risk register
• SWOT analysis
•Results:
• Product risk analysis

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 Assess Product Design
Options
•Assessing and comparing design options
based on business goals, implementation
costs, feasibility, and risks, to make informed
design recommendations.
•This process supports informed decision-
making regarding design options.
•Tools:
• Brainstorming
• Competitive analysis
• Focus groups
• Product backlog

•Results:
• Viable product design options

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TRACEABILITY AND
MONITORING
 TRACEABILITY AND
MONITORING
•Traceability and Monitoring involve the
processes used to create connections and
dependencies between requirements and
other product information, aiding in ensuring
that requirements are approved, managed,
and that the impact of any changes to them
is evaluated.

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 Processes
•Determine Traceability and Monitoring
Approach
•Establish Relationships and Dependencies
•Select and Approve Requirements
•Manage Changes to Requirements and
Other Product Information

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 Determine Traceability
and Monitoring Approach
•Planning the traceability and management of
requirement changes for the portfolio,
program, project, or product.
•This process ensures an appropriate level of
traceability and a suitable process for
managing requirement changes.
•Tools:
• Retrospectives and lessons learned

•Results:
• Traceability and monitoring approach

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 Establish Relationships
and Dependencies
•The process of establishing connections
between requirements and other product
information.
•This process ensures that each requirement
adds value and aligns with customer
expectations while aiding in monitoring and
controlling the product scope.
•Tools:
• Feature model
• Story mapping
• Story slicing
• Traceability matrix

•Results:
• Relationships and dependencies

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 Select and Approve
Requirements
•Leading discussions with stakeholders to agree
on the requirements to be included in an
iteration, release, or project.
•This process allows for deciding how and when
to develop or modify a product.
•Tools:
• Backlog management
• Definition of ready
• Facilitated workshops
• Group decision-making techniques
• Iteration planning
• Prioritization schemes
•Results:
• Approved requirements

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 Manage Changes to
Requirements and Other
Product Information
• Reviewing changes or defects during a project by
assessing their value and impact. As changes are
approved, relevant information is updated to support
prioritization and product development.
• This process helps integrate crucial solution changes,
prevents unnecessary modifications, and provides
insight into how changes will affect the final product.
• Tools:
• Backlog management
• Change control tools
• Group decision-making techniques
• Impact analysis
• Traceability matrix

•Results:
• Recommended changes to requirements and
other product information

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SOLUTION EVALUATION
 SOLUTION EVALUATION
•Solution Evaluation encompasses the
processes for validating an entire solution or
a portion of a solution that is either on the
brink of being implemented or has already
been implemented. The evaluation assesses
how effectively a solution addresses the
business needs articulated by stakeholders,
including providing value to the customer.

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 Processes
•Evaluate Solution Performance
•Determine Solution Evaluation Approach
•Evaluate Acceptance Results and
Address Defects
•Obtain Solution Acceptance for Release

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 Evaluate Solution
Performance
•Assessing a solution to verify if it delivers the
intended business value.
•This process provides data to evaluate the
effectiveness of the investment in the solution
and informs decisions about future initiatives.
•Tools:
• Cost-benefit analysis
• Elicitation techniques
• Product portfolio matrix
• Prioritization schemes
• Root cause and opportunity Analysis
•Results:
• Assessment of business value

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 Determine Solution
Evaluation Approach
•Identifying what, how, when, and by whom
organizational or solution performance will be
measured.
•This process enables the selection of suitable
performance indicators and metrics for
monitoring and improving the organization or
product.
•Tools:
• Elicitation techniques
• Group decision-making techniques
• Prioritization schemes
• Retrospectives and lessons learned
•Results:
• Solution evaluation approach

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 Evaluate Acceptance
Results and Address
Defects
•Determining actions based on comparing
acceptance criteria with the solution.
•This process facilitates informed decisions
about releasing or modifying parts of a solution
and making changes, fixes, or enhancements
to the product.
•Tools:
• Prioritization schemes
• Root cause analysis
• Traceability matrix
• Variance analysis
•Results:
• Evaluated acceptance results

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 Obtain Solution
Acceptance for Release
•Facilitating the decision to release a partial
or full solution into production, transferring
knowledge and information about the
product, risks, known issues, and
workarounds.
•The main advantage of this process is
establishing a clear transition point between
solution development and stakeholder
acceptance.
•Tools:
• Facilitated workshops
• Group decision-making Techniques
•Results:
• Release decision

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